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Resignation Reinvention: How To Use Workforce Shifts To Drive Change

Edward Tuorinsky, Managing Principal of DTS, brings two decades of experience in management consulting and information technology services.

No one likes disruption, but everyone loves new opportunities. The “Great Resignation” is a massive, multi-industry disruptor. That doesn’t mean that your company should view it negatively. We can choose to see it as a sign that it’s time for change.

Rather than focusing on what you might be losing (talent, experience, continuity), I challenge you to consider how you might leverage the current workforce shift to your advantage. What comes to mind first is the opportunity to better position your business for the future.

You might determine what needs to change in your company by asking those who are leaving—and those who are staying. But it may be most helpful to reflect on the qualities your business will need three to five years from now and start the shift as you hire new employees to fill vacancies.

Consider the opportunities as you:

Change your mindset about turnover.

For years, the service industry has prided itself on low turnover rates. Having one or two percent turnover was a statistic to be touted, while any company with a 10% turnover rate or higher was a red flag.

That mindset, especially at the executive level, needs to change. We need to let go of the idea that people are going to stay for 30 years. Truthfully, that culture has been dead for decades. Turnover happens. People leave for a multitude of reasons, and seeking change is no longer a signal that something is wrong.

Employers can achieve their goals and flourish with a staff that has movement and new faces—in fact, employers are starting to embrace that strategy to infuse their workforces with a steady supply of fresh ideas, innovation and agility.

Promote individualized career growth.

Today’s workforce doesn’t view their employers in the same way anymore, either. They want opportunities to expand their careers and experience new things. Jumping from company to company provides growth and novelty—and the chance to work toward long-term goals in their own timeframe.

This trend requires employers to think about the career paths they offer in a more personalized way. Not every employee wants a management role or even to move up the ranks. Employees today are motivated by individual factors, so think about providing opportunities, skills and knowledge that help employees improve themselves or advance their unique career goals, rather than following a defined path to leadership or expertise.

Keep in mind: Your company may not have the right opportunities to offer to all employees. Trying to keep someone in a role that doesn’t help them get to their desired next level isn’t good for either party. Accept that sometimes the best option is for an employee to move on. If you’ve been supportive of their career path, their journey may bring them back to you in the future—and will certainly ensure goodwill.

Check in with your culture.

It’s no accident that the Great Resignation followed the pandemic. Companies that adapted to survive may look and operate very differently than their pre-pandemic versions. If you’re still in business, your employees deserve your appreciation, even if they now want to go.

Use this time to reevaluate where your company is headed and what changes you’d like to see in your culture. You can be very deliberate about reshaping things. Or simply acknowledge the lasting impacts of the pandemic, such as allowing remote and hybrid work. As new employees onboard, you’ll want a culture that accurately reflects reality and makes them feel part of the team.

Leverage what’s new.

Resignations can be very disappointing and disruptive to an organization, but they can also be beneficial. Get past the short-term pain by focusing on filling those positions with the types of people that you need to propel your organization forward.

Consider rewriting job requirements if roles have expanded or are longer needed to be in the office. Be flexible about attracting talent with potential and training up. See new hires as an opportunity to inject ideas and energy into your organization.

Evolve operations.

Moving forward with the mindset that employees aren’t going to stay forever requires a check-in on your operations, from recruiting and onboarding to reviews and incentives. Regardless of your company’s size, it’s helpful to have processes and procedures in place to fill positions, train and educate people on what you do and how you do it, and ways to introduce your culture. If you haven’t had a turnover, it might take some work to think through your guidelines and update the employee handbookWe’rere all creatures of habit, so change can be painful and slow. It may be a long while before the dust settles on the Great Resignation and our businesses find their new normal. Use this disruptor as an opportunity to look ahead and lay the foundation for growth.


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